PERFORMA: Jurnal Manajemen dan Start-Up Bisnis

Volume 1, Nomor 1, Desember 2015

THE EFFECT OF WORKING ENVIRONMENT, LEADERSHIP STYLE,

AND ORGANIZATIONAL CULTURE TOWARDS EMPLOYEES
PERFORMANCE AT CIPUTRA WORLD HOTEL SURABAYA

Angelica1 dan Dr. Trianggoro Wiradinata, S.T., M.Eng.Sc.2

School of Business Management, Universitas Ciputra Surabaya
E-mail: angelica@student.ciputra.ac.id1 & twiradinata@ciputra.ac.id2

Abstract: The purpose of this study is to find out the effect of working environment, leadership
style, and organizational culture on the employee performance at Ciputra World Hotel
Surabaya. The study was done with quantitative approach and descriptive analysis. The samples
of this study are Ciputra World Hotel’s employees who work under the contact. The total
respondents of this study are 94 people. The data was collected by handing out questionnaires,
and data analysis was done by using the statistical program SPSS 23. The results of this study
can be summarized into (1) two of the independent variables, leadership style and
organizational culture have a positive effect towards the dependent variable employee
performance, (2) working environment does not have a significant effect towards employee
performance, (3) with coefficient of determination value of 0.754, it can be concluded that the
dependent variable in this study can be explained as much as 75.4% by the independent
variables included in this study, while the 24.6% are the variables that are still left to be
explored.
Keywords: working environment, leadership style, organization culture, employee performance

Abstrak: Tujuan penelitian ini adalah untuk mengetahui pengaruh lingkungan kerja, gaya
kepemimpinan, dan budaya organisasi terhadap kinerja karyawan di Ciputra World Hotel
Surabaya. Penelitian dilakukan dengan pendekatan kuantitatif dan analisis deskriptif. Sampel
dari penelitian ini adalah karyawan Ciputra World Hotel yang bekerja di bawah kontrak kerja.
Total responden penelitian ini adalah 94 orang. Data dikumpulkan dengan membagikan
kuesioner, dan analisis data dilakukan dengan menggunakan program statistik SPSS 23. Hasil
penelitian ini dapat dirangkum menjadi (1) dua variabel bebas, yaitu gaya kepemimpinan dan
budaya organisasi memiliki pengaruh positif terhadap variabel terikat yaitu kinerja karyawan,
(2) lingkungan kerja tidak memiliki pengaruh yang signifikan terhadap kinerja karyawan, (3)
dengan nilai koefisien determinasi sebesar 0,754, dapat disimpulkan bahwa variabel terikat
dalam penelitian ini dapat menjelaskan sebanyak 75,4 % dari variable terikat, sedangkan
24,6% adalah variabel yang tidak ada dalam penelitian ini.
Kata kunci: lingkungan kerja, gaya kepemimpinan, budaya organisasi, kinerja karyawan

INTRODUCTION
Performance is a measure of the success of an organization, either production organization or service
provider organization. Hotel is one of the organizations which runs in the field of services which also requires
“performance” for its benchmark of success.
According to researcher’s internship experience for 2 months, working environment, leadership style and
organizational culture affect Ciputra Worls Hotel employees’ performance, since in Ciputra World Hotel, every
department has their own environment, different management style by every manager in the departments and
differences between the employees working style towards the organizational culture. A Likert’s scale was used
for the measurement in the pre-survey, with the condition of 4 and 5 value stated that the variables is important.
Based on the pre survey table that shown in Figure 1 of the pre-survey result, 100% stated that working
environment affect their performance, 93.75% feel that leadership style of their superiors will affect their
performance. Leadership style that will be study in this research is using transformational leadership style,
93.75% of the pre survey respondents tell that organizational culture affect their performance. Therefore,
according to the researcher internship experience and pre-survey result bellow, Thus, the research objectives of
this study can be formulated as follows:
 To know the relationship between working environment and employee performance at Ciputra
World Hotel Surabaya.
 To know the relationship between leadership style and employee performance at Ciputra World
Hotel Surabaya.
 To know the relationship between organizational culture and employee performance at Ciputra
World Hotel Surabaya.
LITERATURE REVIEW
Working Environment
Barry and Heizer (2001, p. 239) stated that work environment is the physical environmentwhere it affects
the employee performance, security and quality.. A work environment according to Pawirosumarto et al. (2017)
is a place where employees perform their activities, where it can bring positive and negative effects for the
employees to achieve their results.
According to the Vischer (2007), physical work environment is one of the most important factor which
influences on work performance. A conducive work environment will have a good impact on the continuity of
employment, while a less conducive work environment will have a negative impact on the continuity of the
work.
Working Environment Indicators
According to Nitisemito (2009, p. 39) and Sedarmayanti (2009, p. 28)
 Work atmosphere  Air circulation
 Relationships with colleagues  Noise
 Availability of work facilities  Bad smell
 Lighting  Security

Leadership Style
Leadership style is a method used by a leader to influence the behavior of others according to
Pawirosumarto et al. (2017). Leadership style is a behavioral norm used by someone when the person tries to
influence the behavior of others. Each leader has a different pattern to grow, stimulate and direct the potential
of his personnel. The reason behind the variation is because the leadership style they have is also different
from each leader. Correspondence between leadership styles, organizational norms and culture is believed to
be the key to organizational success.
Bass & Riggio (2006) define transformational leadership as the process of creating, sustaining and
enhancing leader-follower, follower-leader and leader-leader partnerships in pursuit of a common vision, in
accordance with shared values and on behalf of the community in which leaders and followers jointly serve.
Leadership Style Indicators
Based on Bass & Riggio (2006):
 Idealized Influence  Intellectual Stimulation
 Inspirational Stimulation  Individualized Consideratio

Organizational Culture
Organizational culture is a system of values that are believed by all members of the organization, it
is studied, applied and developed as an adhesive system as a reference for the company in achieving its
objectives (Raf et al., 2014, p. 6).

2 PERFORMA: Jurnal Manajemen dan Start-Up Bisnis

Volume 1, Nomor 1, Desember 2015: 1-14
Organizational Culture Indicators
As state by Robbins & Judge (2017):
 Innovation and risk taking  Team orientation
 Attention to details  Aggressiveness
 Outcome orientation  Stability
 People orientation

Employee Performance
Gomes (2003, p. 195) define employee performance as expressions such as output, efficiency and
effectiveness are often associated with productivity. As said by Simamora (1997, p. 339), to achieve an
organization that functions effectively and in accordance with the goals of the organization, the organization
must have good employee performance by carrying out its tasks in a reliable manner. Employee performance
according to Robert Mathis & Jackson (2006, p. 378) is what employees do or do not do.
From some expert opinions it can be concluded that employee performance is the work done by
someone in an organization in order to achieve the desired goals of an organization and minimize losses.
Employee Performance Indicators
According to Mathis & Jackson (2006, p. 378)
 Quantity  Attendance
 Quality  Ability to coopera
 Reliability
Relationship between Variables
Working Environment
In the recent studie by Pawirosumarto (2017), the result showed that work environment has a positive and
significant effect on employee job satisfaction at Parador Hotels and Resorts which means that working
environment is one of the important variables that can increase job satisfaction. This is in line with the research
of Marshall et al. (2015) and Afrizal (2012).
H1: Working environment significantly affects employee performance of Ciputra World Hotel Surabaya

Leadership Style
Results of the conducted reseacrh by Pawirosumarto (2017) showed that leadership style delivers a
significant and positive effect toward employee performance, which means that leadership style is one of the
important variables that are able to improve employee performance. This is in line with the research of Huang
et al. (2011), Raf et al. (2014), Kristanti & Harahap (2012). The result presented that, appropriate leadership
style can enhance job satisfaction but it does not guarantee a good employee performance. Leadership style
gives a significant and positive effect on the employee performance, so it can be said that leadership style is
something that is able to cause the interest of workers. A leader will explain the role of its employees and
increased the motivation to work so that it can affect the performance.
H2: Leadership style significantly affects employee performance of Ciputra World Hotel Surabaya

Organizational Behavior
Harlina et al. (2013) indicated that organizational culture has such significant effect on the employee
performance. However, the research of Vita & Suwarto (2015) and Aripin et al. (2013) have different results,
which indicates that organizational culture does not significantly and positively influence the employee
performance.

H3: Organizational culture significantly affects employee performance of Ciputra World Hotel Surabaya

RESEARCH METHODS
The population for this research are the employees of Ciputra World Hotel Surabaya that work under
the contact, that means daily worker, casual, and trainee is not included in this research population. There are
123 employee of all department that work under a contract according to human resource manager of Ciputra
World Hotel Surabaya.
In order for a sample to be a representative of the actual conditions, the researcher uses the Slovin
PERFORMA: Jurnal Manajemen dan Start-Up Bisnis 2
Volume 1, Nomor 1, Desember 2015: 1-14
formula and get the result of 94 number of respondent needed for the samples. The main sampling method used
was convenience sampling. According to Sekaran (2006; 121), in convenience sampling, the sampling taken to
whoever happens to be available at the time.
The questionnaires were made in the form of Likert scale. First of all the researcher handed out
questionnaire that consists of several question and predetermined answer in the form of interval and numeric
scale with the range from 1 (Strongly Disagree) - 5 (Strongly Agree). Likert Scale was designed to measure the
respondents’ attitudes while making sure that the results are scientifically valid and accepted (Joshi et al., 2015).
RESULT AND DISCUSSION
Validity and Reliability
Based on the results table for SPSS validation data that occurs in Table 1, variables and components have
a significant value of bellow 0.05. Having a significant value of less than 0.05 for all variables, both dependent
and independent variables and their components are considered valid.
The results table for SPSS reliability data is located in Table. 2, which shows each variable from the
reliability data. Working environment have Cronbach Alpha value of 0.795, leadership style has a Cronbach
Alpha value of 0.900, and the organizational culture has a Cronbach Alpha value of 0.820. The employee
performance of the dependent variable has a Cronbach Alpha value of 0.943. All variables have values above
0.6 and as such, all of them have passed reliability.
Classical Asumption Test
Multicollinearity Test
From the result shown in table 3, the VIF are all lower than 10 and none of the tolerances is below 0.1
(10%). So, it can be safely stated that there are no multico-linearity between the variables.
Normality Test
Normality test in this research is using the Kolmogorov-Smirnov method, and the result is shown in Table
4 in the appendix. The significance value for the normality test is 0.200 which is ≥0.05. Therefore, it can be
concluded that the residuals are distributed normally and have fulfilled the regression analysis normality test
assumption.
Heterocesdaticity Test
From the scatterplots graph in figure 2, it can be seen that the points spread randomly and spread both
above and below the number 0. This can be concluded that there is no heteroscedasticity in the regression model.
Linearity Test
Table. 5 shows that all three independent variables (working environment, leadership style, and
organizational culture) have a linear relationship with the dependent variable. This is shown by the significance
linearity value of 0.011 in X1 and 0.000 in both X2 and X3 which is < 0.05, this is proving the linear
relationships between the independent variable to the dependent variable.
Multiple Linear Regression Analysis
The results shown in Table. 6 show that the X1 does not have a positive relationship to the independent
variable employee performance. The equation shows that there are negative signs in which it can be concluded
that it is a negative relationship, and the amount of impact from each independent variable towards the
dependent variables is also shown in the equation.
Research Test
Simultaneous Significance Test (F Statstic test)
Since the significance value of F shown in Table. 7 is smaller than 0.05 then it means that all of the
independent variables (working environment, leadership style, and organizational culture) does have a
significant simultaneous effect towards the dependent variable (employee performance).
Partial Significance Test (T Statstic test)
As seen from Table. 6, the independent variable online working environment (X1) is the only independent
variable that does not have any significance towards the dependent variable online employee performance (Y).
This can be deducted as the significant value of working environment is 0.851 and the value exceeds 0.05.
The independent variable leadership style (X2) and organizational culture (X3) have partial significance
towards the dependent variable employee performance (Y) with a significant value of 0.000, which are less than
0.05, so it can be concluded that X2 and X3 are being partially significant. The result can be found in Table. 6
Coefficient of Correlation (R) and Coefficient of Determination (R2)
Through Table. 8 it can be seen that the coefficient of correlation (R) value is 0.868 or 86.8%, this means

2 PERFORMA: Jurnal Manajemen dan Start-Up Bisnis

Volume 1, Nomor 1, Desember 2015: 1-14
that dependent variable (Y) strongly affected by the independent variables (working environment, leadership
style, and organizational culture).
The coefficient of determination (R2) value is 0.754 or 75.4% as can be seen from Table 4.18. This means
that the independent variable in this study can only explain 75.4% of the dependent variable, while 24.6% of
the explanation will be found with the independent variables that are not included in this study.

CONCLUSION AND SUGGESTION

Conclusion
Working environment does not have a significant effect towards employee performance, thus the first
hypothesis is rejected. This shows that Ciputra World Hotel Surabaya should focus on other variable rather than
monetary saving.
Leadership style have positive and significant effects towards employee performance. Thus, the second
hypothesis that predicts leadership style has significant affect on employee performance can be accepted. This
shows that Ciputra World Hotel Surabaya should look forward to adapt transformational leadership style
tomanager or supervisor which can increase employee performance.
Organizational behavior has positive and significant effects towards employee performance, thus, the third
hypothesis that predicts that organizational behavior has a positive effect on towards employee performance
can be accepted. This shows that Ciputra World Hotel Surabaya’s organizational culture has a big influence
toward the employee performance improvement.
Between the three variables in this study, it can be concluded that organizational behaior has the highest
significance compared to other variables. The current organizational culture that now exists in Ciputra Wolrd
Hotel Suranaya is considered to be optimal for the employees, so it is used as the reference for their employee
behavior and activities in completing their work.

Suggestion and Limitation of Research

This study is limited only at the internal of Ciputra World Hotel Surabaya and so with the sample. Thus
this survey only represent the condition of Ciputra World Surabaya and doest not represent the whole population
in Surabaya and Indonesia. For further research it is recommended to do several types of research in other
companies using the same variables as used in this study, the companies could be in different industries. It is
hoped that in the future research in the field of human resource management will be more beneficial for
practitioners, academics and society.

DAFTAR PUSTAKA

Afrizal, R. (2012). Analisis pengaruh Gaya kepemimpinan, Lingkungan kerja dan kompensasi terhadap
kepuasan kerja karyawan PT. Nindya karya persero. Jurnal Perpustakaan Universitas Gunadarma.
Aripin, A. (2013). Implications of Organizational Culture and Leadership Styles The Effects on Job Satisfaction
and Organizational Performance Of Police Sector In Bandung, Cimahi, Garut- West Java. IOSR
Journal of Business and Management, 7(5), 44-49. doi:10.9790/487x-0754449
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. London: Lawrence Erlbaum Associates.
Barry, R., & Heizer, J. (2001). Prinsip-Prinsip Manajemen Operasi: Operations Management. Jakarta: Salemba
Empat.
Gomes, F. Cardosa. (2003). Manajemen Sumber Daya Manusia. Yogyakarta: Andi Offset.
Harlina, D., Chan, S., & Yuhelmi. (2013). Pengaruh budaya organisasi dan Lingkungan kerja terhadap kinerja
pegawai STAIN kerinci dengan kepuasan kerja sebagai variabel intervening. Jurnal Bung Hatta.
Marshall, T., Mottier, E. M., & Lewis, R. A. (2015). Motivational Factors And The Hospitality Industry: A
Case Study Examining The Effects Of Changes In The Working Environment. Journal of Business
Case Studies (JBCS), 11(3), 123. doi:10.19030/jbcs.v11i3.9289
3 PERFORMA: Jurnal Manajemen dan Start-Up Bisnis
Volume 1, Nomor 1, Desember 2015: 1-14
Mathis, Robert L. dan Jackson. John H. (2006). Human Resource Management Jakarta: Salemba Empat.
Nitisemito, A. S. (2009). Manajemen personalia: (Manajemen sumber daya manusia). Jakarta: Ghalia
Indonesia.
Priyatno, D. (2014). SPSS 22 Pengolah Data Terpraktis. Yogyakarta: Penerbit Andi
Raf, A.G., Desmiyanti. and Wiguna, M. (2014), “Pengaruh gaya kepemimpinan, budaya organisasi, motivasi
kerja dan lingkungan kerja terhadap kinerja akuntan pemerintah (studi empiris pada perwakilan BPKP
provinsi Riau)”, Jurnal Online Mahasiswa FE Universitas Riau.
Robbins, S. P., & Judge, T. A. (2017). Organizational behavior (17th ed.). Pearson.
Simamora, Henry. (1997). Manajemen Sumber Daya Manusia. Yogyakarta: STIE YKPN. The Travel &
Tourism Competitiveness Report 2015. (2015). Retrieved from World Economic Forum.
Vischer, J. C. (2007). The effects of the physical environment on job performance: towards a theoretical model
of workspace stress. Stress and Health, 23(3), 175-184. doi:10.1002/smi.1134
Vita, B., & Suwarto, F. X. (2015). Pengaruh gaya kepemimpinan, Budaya organisasi, dan Lingkungan kerja
terhadap kinerja guru dan karyawan pada yayasan tri asih Jakarta. Jurnal Ekonomi Manajemen UAJY.

4 PERFORMA: Jurnal Manajemen dan Start-Up Bisnis

Volume 1, Nomor 1, Desember 2015: 1-14
 LAMPIRAN

Pre-Survey Result
15 13
11
9
10 6
5
5 2
000 010 001
0
Working Leadership Organizati
Environme Style onal
nt Culture

Figure 1 Pre-survey Result

Source: (Pre-survey analyzed, 2018)

Table. 1 Validity test result

Pearson Correlation Sig. Value(2 tailed) Conclusion
WE1 0.310 0.004 VALID
WE2 0.413 0.000 VALID
WE3 0.405 0.000 VALID
WE4 0.417 0.000 VALID
WE5 0.617 0.000 VALID
WE6 0.595 0.000 VALID
WE7 0.774 0.000 VALID
WE8 0.757 0.000 VALID
WE9 0.617 0.000 VALID
WE10 0.733 0.000 VALID
WE11 0.364 0.001 VALID
WE12 0.435 0.000 VALID
LS1 0.561 0.000 VALID
LS2 0.777 0.000 VALID
LS3 0.769 0.000 VALID
LS4 0.877 0.000 VALID
LS5 0.816 0.000 VALID
LS6 0.896 0.000 VALID
LS7 0.764 0.000 VALID
LS8 0.695 0.000 VALID
0C1 0.490 0.000 VALID
0C2 0.550 0.000 VALID
0C3 0.580 0.000 VALID
0C4 0.751 0.000 VALID
0C5 0.757 0.000 VALID
0C6 0.624 0.000 VALID
0C7 0.758 0.000 VALID
0C8 0.603 0.000 VALID
0C9 0.631 0.000 VALID
EP1 0.868 0.000 VALID
EP2 0.894 0.000 VALID
EP3 0.938 0.000 VALID
EP4 0.856 0.000 VALID
EP5 0.818 0.000 VALID
EP6 0.919 0.000 VALID

5 PERFORMA: Jurnal Manajemen dan Start-Up Bisnis

Volume 1, Nomor 1, Desember 2015: 1-14
 Table. 2 Reliability test result
Variable Cronbach Alpha Conclusion
𝑋1 0.795 RELIABLE
𝑋2 0.900 RELIABLE
𝑋3 0.820 RELIABLE
𝑌 0.943 RELIABLE

Table. 3 Multicollinearity test result

Variable Collinearity Statistic Conclusion
Tolerance VIF
Working Environment .934 1.071 No multico-linearity
Leadership Style .730 1.371 No multico-linearity
Organizational Culture .713 1.402 No multico-linearity

Figure 2 Scatterplot Diagram

Table. 4 Normality test result

Unstandardized Residual
Test Statistic .085
Asymp. Sig. (2-tailed) .200

Table. 5 Linearity test result

Independent Variable Dependent Sig. Description
Variable Linearity
Working Environment 0.011 Linear relationship
Employee
Leadership Style 0.000 Linear relationship
Performance
Organizational Behaviour 0.000 Linear relationship

Table. 6 Multi linear regression analysis

Model Coefficient Std. Error t Sig.
Constant -0.092 0.369 -0.249 0.804
Working Environment -.0008 0.041 -0.188 0.851
Leadership Style 0.851 0.095 8.950 0.000
Organizational Behavior 0.260 0.068 3.821 0.000

6 PERFORMA: Jurnal Manajemen dan Start-Up Bisnis

Volume 1, Nomor 1, Desember 2015: 1-14
 Table. 7 F statistic test result
Model F Sig.
Regression 59.304 .000

Table. 8 Coefficient of Correlation and Coefficient of Determination

Model R R Square Adjusted R Square Std. Error of the Estimate
1 .868 .754 .741 .20381

9 PERFORMA: Jurnal Manajemen dan Start-Up Bisnis

Volume 1, Nomor 1, Desember 2015: 1-14